Running my own consultancy specialising in accounting and business services particularly owner-managed businesses.

As FD I was responsible for financial and management accounting for a growing IT company, with an annual turnover in excess of £14 million, employing 40 people.
I made numerous improvements to the company's accounting system, which was based on Iris (Exchequer) Enterprise financial software. These included detailed daily and monthly management reporting, monthly departmental budgets, and sales and cost analysis.

By maintaining rigorous credit control I brought the bad debt losses to virtually nil, reduced the debtor days, and thus maintained healthy, positive cash flow through a period of rapid growth and substantial capital expenditure.

Working as an independent consultant for a number of director-controlled SMEs in varying sectors I provided services including strategic financial advice, supervision of the accounts function, provision of management accounts, preparation of business plans, cash flow forecasts systems and technology advice. In addition I offered services related to payroll, tax and VAT compliance.

From 1997 until 2000 I was an authorised reseller for Exchequer Software Ltd (now Iris), and through selling, installing and supporting their Enterprise accounting suite I have gained an in-depth knowledge of and formal accreditation in their products.

Working with my son, Christopher, I set up an accounting and payroll bureau, offering a range of accounting services to SMEs. We provided a complete out-sourcing facility for our customers' accounts function – everything from basic bookkeeping and payroll to management accounts and business plans.

Working as a subcontractor for local chartered accountants I was responsible for client audits, accounts preparation and personal and corporate tax advice.

Reporting directly to the joint managing directors I had responsibility for all financial and management information and systems. The company had an annual turnover of £18m working through a branch network, and employed 70 staff and some hundreds of self-employed subcontractors.

My financial responsibilities included all financial, management and cost accounting. I was responsible for the successful commissioning and installation of new accounting software (Multisoft).

The administrative responsibilities included company secretarial duties, human resources management, commercial insurances, and relationships with trade unions.

Working as a subcontractor for local chartered accountants I was responsible for client audits, accounts preparation and personal and corporate tax advice.

Employed by local Chartered Accountants, working on company audits, preparation of accounts from incomplete records, and clients’ income tax and Corporation Tax affairs.

Reporting to the group's Financial Director, I was responsible for accounting functions for the Group, whose interests included property development, house builders, a garden centre and a restaurant business.

I supervised the accounting function for all Group companies and produced monthly management accounts to a tight deadline. I was also responsible for VAT compliance, all Group insurances and relationships with the Group's auditors and tax advisors.

1974/1977 Self-employed accountant

Working on a self-employed basis for agencies and small firms of Chartered Accountants, my assignments included bookkeeping and accounting work, assisting with company audits, preparation of accounts from incomplete records, and some tax work.

1973 Accounting Assistant, Singer and Friedlander Ltd

Reporting to the bank’s accountant, my duties comprised bookkeeping and management accounting, mainly for subsidiary companies, including investment trusts, a leasing company and property companies. I was also responsible for administrative tasks relating to S&F's own dealing and investments in shares and foreign currencies.

1969/1972 Management Trainee, National Westminster Bank

Mainly branch banking but for 18 months I was seconded to the Bank’s head office as assistant to the Financial Controller, Domestic Banking Division. Working in a department of only four people, I was responsible for collating and summarising returns from the seven operational regions of the UK branch network, and prepared reports and graphs for the General Manager, Domestic Banking, a member of the bank’s main board.